We all want to improve, right? Whether it's a personal goal, a team's performance, or even the economy, the desire to 'get better' is a fundamental human drive. But what does that really mean, and how do we actually achieve it, faster?
Think about it. When someone says, "I hope you get better soon," they're wishing for a return to a previous state of well-being. In a broader sense, 'getting better' often implies an upward trajectory, a move from a less desirable state to a more favorable one. Reference material points out that 'get better' can be used in various contexts, from health improving dramatically to a book's plot becoming more engaging. It's about progress, about moving forward.
And when we talk about doing it 'faster,' we're adding an element of urgency, a desire for efficiency. The phrase "To get better faster" is a perfect example of using an infinitive to express purpose – we're doing something in order to improve more quickly. It’s that proactive stance, that conscious effort to accelerate our progress.
But how do we structure this acceleration? This is where the concept of a 'rubric' comes into play, though perhaps not in its most common educational sense. Historically, a rubric was a set of rules or directions, often distinguished by red lettering, guiding conduct or procedure. In a modern, practical sense, a rubric can be seen as a framework, a set of criteria that helps define what 'better' looks like and how to measure progress towards it. It's not just about wishing to improve; it's about having a roadmap.
Imagine you're trying to improve your team's collaboration. Simply saying 'let's get better' is vague. A rubric, in this context, might outline specific behaviors: active listening, timely contributions, constructive feedback. By defining these elements, you create measurable goals. And interestingly, the reference material suggests that copying an existing rubric and editing it can be a faster way to create a new one. This hints at a broader principle: leveraging existing structures and knowledge can significantly speed up the process of defining our own path to improvement.
So, 'getting better faster' isn't just a hopeful wish. It's a combination of a clear intention, a defined path, and an efficient approach. It's about understanding the components of improvement and actively working to refine them, perhaps by building on what others have already established. It’s a journey, yes, but one we can certainly navigate with more speed and clarity.
